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In This Issue
Managing Change is Just the Start
Building the Muscles to Manage Change Again and Again
In Your Shoes

Congratulations to Kate Nelson!   

Change Agent & Transformation Award 

Kate Nelson, a partner at Change Guides, will receive the Change Agent & Transformation Award at the Guts To Change International Conference in Taj Lands End, Mumbai sponsored by the World HRD Congress.

Guts To Change
Mastering Change in a Hyperactive Business Environment

June 29 - 30, 2012

Taj Lands End, Mumbai

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Sept 18-20, 2012 Cincinnati, OH

Oct 1-3, 2012 Chicago, IL

Dec 4-6, 2012 Cincinnati, OH


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Best Practices in Organizational Change Mgt

Jun 20-21, 2012 Orlando, FL
Aug 8-9, 2012 Chicago, IL

Dec 12-13, 2012 San Diego, CA 

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Change Mgt Best Practices
Sept 18-21, 2012, 10-12 EST


Change Management Best Practices

  Oct 17, 2012   Cincinnati, OH



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Spring 2012

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Kate Nelson and Stacy Aaron

We have been working with several large organizations lately that are trying to build their internal ability to manage ongoing change. Change is the new normal for many organizations. Managing how people adapt and adopt change is something that many are seeing as a critical competency.


In our first article Managing Change is Just the Start, we talk about the progression of managing change to building a competency of change management across an organization.   In our second article, Building the Muscles to Manage Change Again and Again, we share a few of the things we have seen companies do to successfully build an organizational Change Management Competency. 

Enjoy the newsletter and, as always, let us know what you think! E-mail Feedback.
All the best,
Kate and Stacy

Managing Change is Just the Start

Not too long ago, many started recognizing that change within organizations needed to be proactively managed. Those that were forward-thinking started working explicitly to help the people in their organizations get ready, willing, and able to work in new ways that were required for future success.


Those that hoped people would just "get with the program" or "do what I said because I said so" have lived (and died) with the results of low productivity, engagement, and performance relative to their more enlightened competitors.


For the organizations that have worked hard to manage the people aspects of change explicitly, the rewards have been forthcoming. But change is speeding up. As soon as one change is "complete", it seems another is starting up. Just paying attention to managing the people aspects of organizational change will not be good enough as time goes by. The organizations that thrive in the long term need to develop an organizational change competency. Change needs to become part of an organizations culture and DNA. 

Given the pace of business change today and in the future, building a change management competency is going to be a clear competitive advantage for organizations of the future. Organizations that are really good at helping their people move from thinking and acting in existing ways to thinking and acting in new ways that are required for the organization's success are the ones that are going to beat their competition every time.


Read More 

Building the Muscles to Manage Change Again and Again

Change Management is the discipline of helping people in an organization get ready, willing, and able to work in new ways that are required by a change.   Many leaders that see a long string of changes ahead of them are looking to build an internal Change Management competency. They, in effect, are trying to build their change muscles so that they can handle the seemingly endless series of changes headed for them.


Organizations that build a Change Management competency do a few things.


First, they foster leadership sponsorship for employing Change Management. Leaders at the highest levels know what Change Management is and why managing change will help them change more successfully. And they are committed to making Change Management a strong capability in the organization. They are willing to stand up in front of the effort, to put money where their mouth is, and walk the talk.

Second, these organizations use a common methodology and model for managing change. Having a common Change Management framework across the organization builds a common language that shapes the way people think and talk about change. A common model also introduces methods and tools that can help people in the organization actually do the work of managing change.


Read More
In Your Shoes 
chris hudson

Christopher A. Hudson

Instructional Development Specialist

Business Transformation Change Management


Have you approached projects differently
after the certification? If so, how?   

Yes. As an instructional developer my primary focus was usually on training needs assessments, development and delivery. I now have a greater appreciation for the vital role played by communications planning, readiness assessments and other stakeholder engagement activities.

What advice do you have for others trying to drive change?

Do not attempt to drive change on your own. You will no doubt need change agents to partner with. We have formed a Change Champion Network made up of capable individuals from various business units within our organization.  We partner with these champions in the development and delivery of key messages to their respective business units.

What one thing has helped you the most in driving change in your organization?  

Understanding the importance of leadership alignment and engagement when planning and implementing change has been most helpful. A lack of either condition can be debilitating to the change implementation efforts. On the other hand, when the leaders share a common vision and are fully supportive of the change your job as a 'change guide' can go much more smoothly.